Upload
gankule
View
455
Download
1
Embed Size (px)
Citation preview
CORPORATE SOCIAL CORPORATE SOCIAL RESPONSIBILITYRESPONSIBILITY
NMIMS-04 APRIL 2010NMIMS-04 APRIL 2010
PART IPART I
WHAT IS CSR?WHAT IS CSR?
WHY IS IT REQUIREDWHY IS IT REQUIRED
IMPACT OF GLOBALIZATIONIMPACT OF GLOBALIZATION
INTEGRATION OF FINANCIAL MARKETSINTEGRATION OF FINANCIAL MARKETS
CHANGES IN GOVERNANCE STRUCTURESCHANGES IN GOVERNANCE STRUCTURES
IT REVOLUTIONIT REVOLUTION
MULTI COUNTRY PRODUCTION OF GOODSMULTI COUNTRY PRODUCTION OF GOODS
EFFECT ON SMESEFFECT ON SMES
MIGRATION OF WORK FORCEMIGRATION OF WORK FORCE
INJUDICIOUS USE OF RESOURCESINJUDICIOUS USE OF RESOURCES
CLOUT DISPLAYED BY FINANCIAL INSTITUTIONSCLOUT DISPLAYED BY FINANCIAL INSTITUTIONS
IRRESPONSIBLE BEHAVIOUR BY MNCSIRRESPONSIBLE BEHAVIOUR BY MNCS
ROLE OF BUSINESS IN ROLE OF BUSINESS IN SUSTAINABLE DEVELOPMENTSUSTAINABLE DEVELOPMENTCOLLABORATION WITH SOCIETY AND COLLABORATION WITH SOCIETY AND GOVT TO CREATE A QUALITATIVELY GOVT TO CREATE A QUALITATIVELY BETTER WORLD TO LIVE INBETTER WORLD TO LIVE INBUSINESS IS DEPENDENT ON BUSINESS IS DEPENDENT ON SOCIETY FOR GROWTH AND SOCIETY FOR GROWTH AND PROSPERITYPROSPERITYSTAKEHOLDER CONCEPTSTAKEHOLDER CONCEPTSYSTEMS APPROACHSYSTEMS APPROACHOWNERSHIP CONCEPTOWNERSHIP CONCEPT
STAKEHOLDER TYPESSTAKEHOLDER TYPES
LATENT-DORMANT, DISCRETIONARY LATENT-DORMANT, DISCRETIONARY AND DEMANDINGAND DEMANDING
EXPECTANT-DOMINANT,DANGEROUSEXPECTANT-DOMINANT,DANGEROUS
DEPENDENT.DEPENDENT.
DEFINITIVEDEFINITIVE
NON-STAKEHOLDERSNON-STAKEHOLDERS
CHALLENGES IN STAKEHOLDER CHALLENGES IN STAKEHOLDER ENGAGEMENTENGAGEMENT
ASSESSING KEY STAKEHOLDERS AND ASSESSING KEY STAKEHOLDERS AND THEIR CONCERNSTHEIR CONCERNSEFFECTIVE MANAGEMENT EFFECTIVE MANAGEMENT PROGRAMMES,MEASUREMENT AND PROGRAMMES,MEASUREMENT AND COMMUNICATION OF PERFORMANCECOMMUNICATION OF PERFORMANCERESPONSE TO STAKEHOLDER VIEWSRESPONSE TO STAKEHOLDER VIEWSCOMMUNICATION OF VALUESCOMMUNICATION OF VALUESCONSISTENT AND ACCURATE CONSISTENT AND ACCURATE INFORMATIONINFORMATIONCOMMITMENT AND ACCOUNTABILITYCOMMITMENT AND ACCOUNTABILITY
MILLENNIUM DEVELOPMENT MILLENNIUM DEVELOPMENT GOALSGOALS
ERADICATE EXTREME POVERTY AND HUNGERERADICATE EXTREME POVERTY AND HUNGERACHIEVE UNIVERSAL PRIMARY EDUCATIONACHIEVE UNIVERSAL PRIMARY EDUCATIONPROMOTE GENDER EQUALITY AND EMPOWER PROMOTE GENDER EQUALITY AND EMPOWER
WOMENWOMENREDUCE CHILD MORTALITYREDUCE CHILD MORTALITYIMPROVE MATERNAL HEALTHIMPROVE MATERNAL HEALTHCOMBAT HIV/AIDS,MALARIA AND OTHER COMBAT HIV/AIDS,MALARIA AND OTHER
DISEASESDISEASESENSURE ENVIRONMENTAL SUSTAINABILITYENSURE ENVIRONMENTAL SUSTAINABILITYGLOBAL PARTNERSHIP FOR DEVELOPMENTGLOBAL PARTNERSHIP FOR DEVELOPMENT
ENVIRONMENTAL
SOCIAL
ECONOMIC
THE TRIPLE BOTTOM LINE
WHAT IS CSR?WHAT IS CSR?
CORPORATE SOCIAL RESPONSIBILITY CORPORATE SOCIAL RESPONSIBILITY ENCOMPASSES THE ECONOMIC, ENCOMPASSES THE ECONOMIC, LEGALETHICAL AND PHILANTHROPIC LEGALETHICAL AND PHILANTHROPIC EXPECTATIONS PLACED ON EXPECTATIONS PLACED ON ORGANIZATIONS BY SOCIETY AT A GIVEN ORGANIZATIONS BY SOCIETY AT A GIVEN POINT OF TIMEPOINT OF TIME
CORPORATE SOCIAL RESPONSIVENESS CORPORATE SOCIAL RESPONSIVENESS REFERS TO THE CAPACITY OF A REFERS TO THE CAPACITY OF A CORPORATION TO RESPOND TO SOCIAL CORPORATION TO RESPOND TO SOCIAL PRESSURESPRESSURES
WHAT IS CSRWHAT IS CSR
CSR IS THE CONTINUING COMMITMENT BY CSR IS THE CONTINUING COMMITMENT BY BUSINESS TO BEHAVE ETHICALLY AND BUSINESS TO BEHAVE ETHICALLY AND CONTRIBUTE TO ECONOMIC CONTRIBUTE TO ECONOMIC DEVELOPMENT, WHILE IMPROVING THE DEVELOPMENT, WHILE IMPROVING THE QUALITY OF LIFE OF THE WORKFORCE AND QUALITY OF LIFE OF THE WORKFORCE AND THEIR FAMILIES AS WELL AS OF THE LOCAL THEIR FAMILIES AS WELL AS OF THE LOCAL COMMUNITY AND SOCIETY AT LARGE.COMMUNITY AND SOCIETY AT LARGE.
WORLD BUSINESS COUNCIL FOR SUSTAINED WORLD BUSINESS COUNCIL FOR SUSTAINED DEVELOPMENTDEVELOPMENT
SOME FACTSSOME FACTS
WHILE 94% OF THE COMPANIES BELIEVE WHILE 94% OF THE COMPANIES BELIEVE THAT DEVELOPMENT OF CSR STRATEGIES THAT DEVELOPMENT OF CSR STRATEGIES CAN DELIVER REAL BUSINESS BENEFITS CAN DELIVER REAL BUSINESS BENEFITS ONLY 11% MADE ANY SIGNIFICANT ONLY 11% MADE ANY SIGNIFICANT PROGRESS IN IMPLEMENTING STRATEGY PROGRESS IN IMPLEMENTING STRATEGY IN THE ORGANIZATIONIN THE ORGANIZATIONCEOS ARE FAILING TO RECOGNIZE THE CEOS ARE FAILING TO RECOGNIZE THE BENEFITS OF IMPLEMENTING CSR BENEFITS OF IMPLEMENTING CSR STRATEGIES DESPITE INCREASING STRATEGIES DESPITE INCREASING PRESSURES TO DO SOPRESSURES TO DO SOCSR PROGRAMMES INFLUENCE 70% OF ALL CSR PROGRAMMES INFLUENCE 70% OF ALL CUSTOMER PURCHASING DECISIONSCUSTOMER PURCHASING DECISIONS
EMERGING TRENDSEMERGING TRENDS
DRIVERS ARE PHILANTHROPY, IMAGE BUILDING, DRIVERS ARE PHILANTHROPY, IMAGE BUILDING, EMPLOYEE MORALE AND ETHICS(IN THAT ORDER)EMPLOYEE MORALE AND ETHICS(IN THAT ORDER)CSR AN EXTENSION OF PHILANTHROPYCSR AN EXTENSION OF PHILANTHROPYFOUR MODELS CO-EXIST IN INDIA- THE ETHICAL FOUR MODELS CO-EXIST IN INDIA- THE ETHICAL MODEL, THE STATIST MODEL,THE LIBERAL MODEL MODEL, THE STATIST MODEL,THE LIBERAL MODEL AND THE STAKEHOLDER MODELAND THE STAKEHOLDER MODELBRAND QUALITY MORE IMPORTANT THAN CSRBRAND QUALITY MORE IMPORTANT THAN CSRBANKING TOPS IN THE LIST OF CSR ACTIVITIES BANKING TOPS IN THE LIST OF CSR ACTIVITIES WHILE CONSTRUCTION IS AT THE BOTTOMWHILE CONSTRUCTION IS AT THE BOTTOMINCLUSIVE GROWTHINCLUSIVE GROWTH
THEORIES OF CSRTHEORIES OF CSR
FRIEDMANFRIEDMAN
CONTRACT THEORYCONTRACT THEORY
SOCIAL JUSTICE THEORYSOCIAL JUSTICE THEORY
RIGHTS THEORYRIGHTS THEORY
DEONTOLOGICAL THEORYDEONTOLOGICAL THEORY
STAKEHOLDER THEORYSTAKEHOLDER THEORY
TRUSTEESHIP THEORYTRUSTEESHIP THEORY
CASE FOR CSRCASE FOR CSR
•GOVERMENTAL FAILURE/DECREASE IN GOVERNMENTAL INFLUENCE•INCREASING POWER AND INFLUENCE OF CORPORATIONS•NEED FOR CORPORATE ACCOUNTABILITY•NEED FOR TRANSPARENCY•CORPORATE CITIZENSHIP
THE STAKEHOLDER THE STAKEHOLDER CONCEPTCONCEPT
•LEGALLY BINDING CONTRACTS•RIGHTS AND CLAIMS TO CORPORATIONS•PROTECTION OF EMPLOYEE RIGHTS•SPECULATIVE INTERESTS OF SHAREHOLDERS•STAKEHOLDER’ S ABILITY TO INFLUENCE CORPORATE DECISIONS•CORPORATE GOVERNANCE
philanthropic
ethical
legal
economic
Desired by society
Expected by society
Required by society
Required by society
CARROLLS 4 PART MODEL
NOVARTISNOVARTIS
CORPORATE CITIZENSHIP AT NOVARTIS CORPORATE CITIZENSHIP AT NOVARTIS BEGINS WITH THE SUCCESS OF OUR CORE BEGINS WITH THE SUCCESS OF OUR CORE BUSINESS.THE MORE WE ARE SUCCESSFUL BUSINESS.THE MORE WE ARE SUCCESSFUL IN THE DISCOVERY,DEVELOPING, IN THE DISCOVERY,DEVELOPING, MANUFACTURING AND MARKETING OF NEW MANUFACTURING AND MARKETING OF NEW MEDICINES,THE GREATER THE BENEFITS WE MEDICINES,THE GREATER THE BENEFITS WE CAN OFFER TO ASSOCIATES AND CAN OFFER TO ASSOCIATES AND SHAREHOLDERS, PATIENTS, HEALTH CARE SHAREHOLDERS, PATIENTS, HEALTH CARE PROFESSIONALS AND OTHER KEY PROFESSIONALS AND OTHER KEY STAKEHOLDERS.STAKEHOLDERS.
ARGUMENTS FOR AND AGAINST ARGUMENTS FOR AND AGAINST CSRCSR
FORFOR CREATING SHAREHOLDER VALUECREATING SHAREHOLDER VALUE REPUTATIONREPUTATION STRATEGICBRANDINGSTRATEGICBRANDING OP EFFICIENCYOP EFFICIENCY PRODUCTIVITY AND QUALITYPRODUCTIVITY AND QUALITY ACCESS TO NEW MARKETSACCESS TO NEW MARKETS HUMAN AND INTELLECTUAL CAPITALHUMAN AND INTELLECTUAL CAPITAL
CONTD---CONTD---
AGAINSTAGAINST MONEY RIGHTFULLY BELONGS TO MONEY RIGHTFULLY BELONGS TO
SHAREHOLDERSSHAREHOLDERS POLITICIANS MUST DEAL WITH POLITICIANS MUST DEAL WITH
SOCIAL ISSUESSOCIAL ISSUES INVESTMENT ON CORE BUSINESSINVESTMENT ON CORE BUSINESS MORE A PUBLICITY STUNTMORE A PUBLICITY STUNT POWER AND RESPONSIBILITY DO NOT POWER AND RESPONSIBILITY DO NOT
NECESSARILY GO HAND IN HANDNECESSARILY GO HAND IN HAND
THIS IS HALLMARKTHIS IS HALLMARK
WE BELIEVEWE BELIEVETHAT OUR PRODUCTS AND SERVICES MUST ENRICH THAT OUR PRODUCTS AND SERVICES MUST ENRICH PEOPLES LIVES AND ENHANCE THEIR RELATIONSHIPSPEOPLES LIVES AND ENHANCE THEIR RELATIONSHIPS
THAT CREATIVITY AND QUALITY IS ESSENTIAL TO THAT CREATIVITY AND QUALITY IS ESSENTIAL TO SUCCESSSUCCESS
THAT THE PEOPLE OF HALLMARK ARE OUR THAT THE PEOPLE OF HALLMARK ARE OUR COMPANY’S MOST VALUABLE RESOURCECOMPANY’S MOST VALUABLE RESOURCE
THAT DISTINGUISHED FINANCIAL PERFROMANCE IS A THAT DISTINGUISHED FINANCIAL PERFROMANCE IS A MUSTMUST
THAT OUR PRIVATE OWNERSHIP SHOULD BE THAT OUR PRIVATE OWNERSHIP SHOULD BE PRESERVEDPRESERVED
THE VALUES THAT GUIDE US ARE---THE VALUES THAT GUIDE US ARE---
EXCELLENCE IN ALL WE DOEXCELLENCE IN ALL WE DO
ETHICAL AND MORAL CONDUCT AT ALL ETHICAL AND MORAL CONDUCT AT ALL TIMESTIMES
INNOVATION IN ALL AREAS OF INNOVATION IN ALL AREAS OF BUSINESS AS A MEANS OF ATTAINING BUSINESS AS A MEANS OF ATTAINING AND SUSTAINING LEADERSHIP AND SUSTAINING LEADERSHIP
CSR TO EACH COMMUNITY IN WHICH CSR TO EACH COMMUNITY IN WHICH WE OPERATEWE OPERATE
PART IIPART II
DEVELOPING A CSR DEVELOPING A CSR STRATEGYSTRATEGY
CSR ASSESSMENTCSR ASSESSMENT
ORGANIZATION’S VALUES AND ETHICSORGANIZATION’S VALUES AND ETHICSEXTERNAL AND INTERNAL DRIVERSEXTERNAL AND INTERNAL DRIVERSKEY CSR ISSUES THAT COULD AFFECT THE KEY CSR ISSUES THAT COULD AFFECT THE ORGANIZATIONORGANIZATIONKEY STAKEHOLDERSKEY STAKEHOLDERSCURRENT CORPORATE DECISION MAKING CURRENT CORPORATE DECISION MAKING STRUCTURESTRUCTUREHUMAN RESOURCES AND BUDGETARY HUMAN RESOURCES AND BUDGETARY IMPLICATIONSIMPLICATIONSEXISTING CSR INITIATIVESEXISTING CSR INITIATIVES
ASSESS BY---ASSESS BY---
ASSEMBLING A CSR TEAMASSEMBLING A CSR TEAM
DEVELOP A WORKING DEFINITION OF DEVELOP A WORKING DEFINITION OF CSRCSR
REVIEW CORPORATE DOCUMENTS, REVIEW CORPORATE DOCUMENTS, PROCESSES AND ACTIVITIESPROCESSES AND ACTIVITIES
IDENTIFY AND ENGAGE KEY IDENTIFY AND ENGAGE KEY STAKEHOLDERSSTAKEHOLDERS
DEVELOP STRATEGY BY---DEVELOP STRATEGY BY---
BUILD SUPPORT WITH SENIOR BUILD SUPPORT WITH SENIOR MANAGEMENT AND EMPLOYEESMANAGEMENT AND EMPLOYEESRESEARCH WHAT BUSINESS IS DOINGRESEARCH WHAT BUSINESS IS DOINGPREPARE A MATRIX OF PROPOSED PREPARE A MATRIX OF PROPOSED CSR ACTIONSCSR ACTIONSDEVELOP ACTIONS AND THE DEVELOP ACTIONS AND THE BUSINESS CASE FOR THEMBUSINESS CASE FOR THEMDECIDE ON DIRECTION,APPROACH DECIDE ON DIRECTION,APPROACH AND FOCUS AREAS.AND FOCUS AREAS.
POSSIBLE BUSINESS CASEPOSSIBLE BUSINESS CASE
LEVERAGING CSRLEVERAGING CSRCOMPETITIVE ADVANTAGECOMPETITIVE ADVANTAGESTAKEHOLDER INFLUENCESTAKEHOLDER INFLUENCESHORT AND LONG TERM GOALSSHORT AND LONG TERM GOALSCOSTS VS BENEFITSCOSTS VS BENEFITSCHANGES ORG MAY BE REQD TO CHANGES ORG MAY BE REQD TO MAKEMAKERISKS/THREATSRISKS/THREATS
IMPLEMENTING CSR STRATEGYIMPLEMENTING CSR STRATEGY
DEVELOP AN INTEGRATED CSR DECISION MAKING DEVELOP AN INTEGRATED CSR DECISION MAKING STRUCTURESTRUCTUREPREPAREAND IMPLEMENT CSR BUSINESS PLANPREPAREAND IMPLEMENT CSR BUSINESS PLANSET MEASURABLE TARGETS AND IDENTIFY SET MEASURABLE TARGETS AND IDENTIFY PERFORMANCE MEASURESPERFORMANCE MEASURESENGAGE THOSE TO WHOM CSR COMMITMENTS ENGAGE THOSE TO WHOM CSR COMMITMENTS APPLYAPPLYDESIGN AND CONDUCT CSR TRAININGDESIGN AND CONDUCT CSR TRAININGESTABLISH MECHANISMS FOR ADDRESSING ESTABLISH MECHANISMS FOR ADDRESSING PROBLEMATIC BEHAVIOURPROBLEMATIC BEHAVIOURCREATE INTERNAL AND EXTERNAL CREATE INTERNAL AND EXTERNAL COMMUNICATION PLANCOMMUNICATION PLAN
AREAS OF CSR IMPLEMENTATION
ACCOUNTABILITY
ECO DEVP
ENVIRONMENT
LABOUR/HUMAN RTS
HR
CG
ETHICS
CSR
CSR AT WORKPLACECSR AT WORKPLACE
REMUNERATIONREMUNERATIONETHICAL HR PRACTICESETHICAL HR PRACTICESHEALTH/SAFETYHEALTH/SAFETYWORK LIFE BALANCEWORK LIFE BALANCEAGE OF EMPLOYEESAGE OF EMPLOYEESDOWNSIZINGDOWNSIZINGDIVERSITY IN WORK CULTUREDIVERSITY IN WORK CULTUREPRIVACYCONCERNS FOR FREEDOMPRIVACYCONCERNS FOR FREEDOMCONSISTENCY ACROSS DIFFERENT WORK CONSISTENCY ACROSS DIFFERENT WORK ENVIRONMENTSENVIRONMENTSTELECOMMUTING/WORKING FROM HOMETELECOMMUTING/WORKING FROM HOMEWOMEN AT THE WORKPLACEWOMEN AT THE WORKPLACE
CSR AND THE ENVIRONMENTCSR AND THE ENVIRONMENT
AIR PLOOUTIONAIR PLOOUTIONWATER POLLUTIONWATER POLLUTIONSOIL POLLUTIONSOIL POLLUTIONDEGRADATION OF THE DEGRADATION OF THE ENVIRONMENTENVIRONMENTDESTRUCTION OF LIVELIHOODDESTRUCTION OF LIVELIHOODINDUSTRIAL ACCIDENTS/WASTE INDUSTRIAL ACCIDENTS/WASTE DISPOSALDISPOSALE WASTEE WASTE
CSR INTERVENTIONSCSR INTERVENTIONS
EMPLOYEE VOLUNTEERINGEMPLOYEE VOLUNTEERING
INFRASTRUCTURAL SUPPORTINFRASTRUCTURAL SUPPORT
FINANCIAL SUPPORTFINANCIAL SUPPORT
PRODUCT/SERVICE SUPPORTPRODUCT/SERVICE SUPPORT
IMPORTANCE OF NGO PARTNERSHIPSIMPORTANCE OF NGO PARTNERSHIPS
INVOLVE GOVT AND NGOSINVOLVE GOVT AND NGOSCHOOSE NGOS DISPLAYING COMPETENCE CHOOSE NGOS DISPLAYING COMPETENCE AND GOOD RESULTS OVER TIMEAND GOOD RESULTS OVER TIMECAPABILITY TO ADVANCE PROJECTS ON A CAPABILITY TO ADVANCE PROJECTS ON A LARGE SCALELARGE SCALEREPUTATION/RELIABILITYREPUTATION/RELIABILITYPROFESSIONALLY MANAGEDPROFESSIONALLY MANAGEDPREDOMINANT POSITION IN SECTORPREDOMINANT POSITION IN SECTORINDEPENDENCE FROM COMPANY AND INDEPENDENCE FROM COMPANY AND AUTHORITIESAUTHORITIES
PART IIIPART III
CSR MONITORING, CSR MONITORING, MEASUREMENT AND MEASUREMENT AND
REPORTINGREPORTING
MONITORING AND MONITORING AND MEASUREMENTMEASUREMENT
MONITORING THROUGH NGOSMONITORING THROUGH NGOSEMPLOYEE LOYALTYEMPLOYEE LOYALTYCSR COMMITTEECSR COMMITTEEPERFORMANCEPERFORMANCEPERFORMANCE INDICATORSPERFORMANCE INDICATORSGLOBAL REPORTING INITIATIVESGLOBAL REPORTING INITIATIVESKPISKPISACCOUNTABILITY 1000 SERIESACCOUNTABILITY 1000 SERIESTBLTBL
REPORTINGREPORTING
CORPORATE SUSTAINABILITY REPORTCORPORATE SUSTAINABILITY REPORT
INTERNAL AND EXTERNAL STAKEHOLDERSINTERNAL AND EXTERNAL STAKEHOLDERS
INFORMATION ABOUT CHALLENGESINFORMATION ABOUT CHALLENGES
AND ACHIEVEMENTSAND ACHIEVEMENTS
COMMITMENT TO ENVIRONMENTAL AND COMMITMENT TO ENVIRONMENTAL AND SOCIAL RESPONSIBILITYSOCIAL RESPONSIBILITY
PERFORMANCE-CODE OF CONDUCT, PERFORMANCE-CODE OF CONDUCT, CG,MITIGATION OF RISKSCG,MITIGATION OF RISKS
ENVIRONMENT MGT ENVIRONMENT MGT
MEASUREMENT AND MEASUREMENT AND MONITORING TOOLSMONITORING TOOLS
EMPLOYEE AND CUSTOMER SURVEYSEMPLOYEE AND CUSTOMER SURVEYSPUBLIC ATTITUDE AND TRUST SVYSPUBLIC ATTITUDE AND TRUST SVYSEMPLOYEE SAFETYEMPLOYEE SAFETYWASTE MGTWASTE MGTPOSITIVE AND NEGATIVE MEDIA COVERAGEPOSITIVE AND NEGATIVE MEDIA COVERAGEPEER AND EXPERT EVALUATIONPEER AND EXPERT EVALUATIONIMAGE AMONG FINANCIAL ANALYSTS AND IMAGE AMONG FINANCIAL ANALYSTS AND REGULATORSREGULATORSPERCEPTION AMONGST STAKEHOLDERSPERCEPTION AMONGST STAKEHOLDERS
CSR PROGRAMMESCSR PROGRAMMES
EDUCATIONEDUCATION
HEALTHHEALTH
LIVELIHOOD CREATIONLIVELIHOOD CREATION
SKILL DEVELOPMENTSKILL DEVELOPMENT
EMPOWERMENT OF WEAKER EMPOWERMENT OF WEAKER SECTIONSSECTIONS
ENVIRONMENTENVIRONMENT
COMPANIES TAKING CSR COMPANIES TAKING CSR INITIATIVESINITIATIVES
TATA GROUPTATA GROUPINFOSYSINFOSYSBHARTI ENTERPRISESBHARTI ENTERPRISESHCLHCLITC WELCOME GROUPITC WELCOME GROUPONGCONGCSAILSAILORCHID CHEMICALS AND PHARMAORCHID CHEMICALS AND PHARMANDTVNDTVAIRCELAIRCEL
SOME INITIATIVESSOME INITIATIVES
IBM- UPLIFTMENT OF TRIBALS IN SASANIBM- UPLIFTMENT OF TRIBALS IN SASANINDIAN PAINT INDUSTRY MAKING PAINTS MORE INDIAN PAINT INDUSTRY MAKING PAINTS MORE ENVIRONMENT FRIENDLYENVIRONMENT FRIENDLYFINANCIAL SERVICES-NEASING OF CARBON FOOTPRINTS-FINANCIAL SERVICES-NEASING OF CARBON FOOTPRINTS-RENEWABLE ENERGY ETC- HSBC, MAX NEWYORK LIFE, SCBRENEWABLE ENERGY ETC- HSBC, MAX NEWYORK LIFE, SCBE CHAUPALE CHAUPALADOBE, KPMG, PROMOTING ENTREPRENEURSHIPADOBE, KPMG, PROMOTING ENTREPRENEURSHIPRELIANCE- PROJECT DRISHTIRELIANCE- PROJECT DRISHTINDTV-GREENATHONNDTV-GREENATHONAIRCEL-SAVE THE TIGERAIRCEL-SAVE THE TIGERCOPENHAGEN- ENVIRONMENT ISSUESCOPENHAGEN- ENVIRONMENT ISSUESE WASTE MANAGEMENTE WASTE MANAGEMENT